1. Partnering with Gallup
Gallup has developed and identified 12 core elements that link powerfully to critical business outcomes
The 12 Elements of Great Managing are referred to as the Q12®

2. Gallup Q12®
Use the information contained in the following slides to answer these questions:
What does the question mean?
Why is it asked?
How will it help employee engagement?
According to Gallup: There are no great companies, there are only great workgroups. And there appear to be 12 dimensions that consistently describe great workgroups.
Measuring and improving employee engagement will help to achieve 4 critical outcomes:
Employee retention
Customer satisfaction
Productivity
Profitability

3. Properly setting expectations:
We tend to over operationalize jobs – we put all the focus on describing the steps to follow
It is critical to define the right outcomes first
Let each person find their own route by discovering their “path of least resistance”
Capitalize on individual strengths to achieve one’s fullest potential

4. Providing necessary workplace tools:
The challenge is maximizing potential by matching individuals with the right tools
Asking “How will this new tool or piece of equipment help you as an employee, our company, and our customers?” will help to foster true ownership and accountability

5. Realizing full human potential:
Talents are naturally recurring patterns of thought, feeling, and behavior that can be productively applied (They can’t be created, or altered or turned on and off at will)
Clearly define the talents needed for excellence in each role and then choose the right person for that role.
Skill sets (what he/she can do) and knowledge (what he/she knows) can be changed

6. Recognizing & praising good performance:
Old industrial workplace mindset: “If you don’t hear anything, assume you’re doing a good job”
New knowledge-based worker relies on praise and recognition to determine the values of the organization and communication vehicles for what is deemed important
The opposite of any kind of recognition is being ignored.

7. Employees cherish praise from coworkers who know the intimate particulars of a job.
The best praise and recognition may not come from the top down but from peer to peer.

8. Ensuring quality relationships with someone who can guide:
Great mgrs/supvs genuinely care about the people they work with – its their talent!
Find a true sense of satisfaction when employees grow & succeed even if it surpasses them
Intrinsically know how to match right person with the right role to produce the best possible results
Set expectations by defining desired outcomes, not exact steps
Help people grow within a role, not out of it
Try to bring out what was left in versus trying to put in what was left out
Treat people as individuals, not everyone the same way
Serve as filters between broad org changes and employees
Help employees make sense of new initiatives and gain acceptance and understanding
people are not resistant to change, they just have no one to explain how modifications will affect them and their jobs
NOTE: the credibility of senior management is driven largely by the quality of relationships employees have with their supervisors.

9. Consciously aware of learning and growing:
Conventional mgt theory: identify weaknesses and create a plan to correct them
Emphasized who the employee is not, rather than who the employee is
Great managers make a clear, definite distinction between what an employee can be trained in and what he/she can’t
Moving from lifetime employment to lifetime employability
Development holds up a mirror to employees and encourages them to know themselves. As employees come to understand who they are, these managers strive to provide responsibilities that will be a good ”fit” for their talents. Then, as employees move forward in their self-knowledge, great managers persist in looking for opportunities to make the best use of employee’s talents.

10. Making a difference and feeling valued:
“internal stock price” – measures the sense of value that employees feel in their work and toward their organization
Nothing is more demoralizing than being excluded from significant decisions that affect their jobs
Straightforward explanations build credibility and communication
Encourage great ideas to flow and be heard, then process and refine
The ways an organization hears and processes employee ideas will shape whether or not they feel valued for their contributions
An employee who feels detached or insignificant negatively impacts the customer experience

11. Understanding how job contributes to company’s reason for being:
The proverbial mission statement does not necessarily help employees find a sense of purpose in their work
Great managers continually strive to help employees understand how the company’s mission/purpose directly relates to individual duties into language they can understand
Don’t confuse strategy with purpose, keep the distinction clear for each employee

12. Trusting that coworkers share a commitment to quality:
There is a vast difference between being assigned to a team and actually identifying with that team
Great managers and workgroups do not scapegoat; they see quality issues as challenges to improve and increase positive customer outcomes
Use the power of a team to overcome a crisis, correct the problem and avoid future problems, and move on to greater productivity and quality

13. Developing trusting relationships:
The evolution of quality relationships at work is normal, an important part of healthy workplace, and it builds company allegiance
“I have a best friend at work”
“I have a good friend at work”
“I have a close friend at work”
Loyalty exists among employees toward one another… quality and depth of employees’ relationships are critical
When answering this question it may help to consider a best friend as someone who always has your back.
NOTE: Gallup changed best to “close” then “good”….. The item lost its power to differentiate highly productive workgroups from mediocre workgroups… “best” pinpoints a dynamic of great workgroups

14. Employees who report having a best friend at work:
% more likely to report:
43% Praise/recognition for their work in last seven days
37% Someone at work encourages their development
35% Coworker commitment to quality
28% In last 6 months, someone at work has talked to them about their progress
27% The mission of the company makes them feel their job is important
27% Their opinions seem to count at work
21% Have the opportunity to do what they so best every day at work

15. Clear perspective of how contributions make a difference:
Talented employees tend to lack an intuitive understanding of how talents manifest themselves into behaviors – they need objective feedback
Help employees gain self-understanding and knowledge about talents and application at work rather than focusing on weaknesses
Employees must walk away with a clearer understanding of who they are, instead of who they are not.

16. You should be able to answer the following about your employees:
What do you enjoy the most about current and previous work experiences?
What attracted you to the org and what keeps you here?
What are your talents and strengths?
What are your goals for the current role?
How often do they like to meet to talk about progress?
Will you tell me how you are feeling or will I have to ask?
What are your personal goals or commitments?
What is the best praise or recognition you have ever received?
What have been the most productive relationships you have ever had with a mentor or mgr?

17. Opportunities to learn & grow on the job:
Great managers, employees, and teams are never quite satisfied with current ways of doing things. They feel a slight tension about finding better, more efficient ways to work.
The need to learn and grow is a natural instinct.
Learning and growing involve risk (challenging status quo). Change leads to unfamiliarity which manifests into insecurity
Growth leads to innovation which manifests into positive/refreshing perspectives towards self and others

18. ADDITIONAL ITEMS (for all Health System employees)
Clear Vision for Success
I have a clear sense of the direction we are heading in as an organization.
Alignment Around Vision
I would recommend UVA as a place to work.
I would recommend UVA for care for my family and friends.
Effective Communication
Leaders and managers provide me with clear and relevant information that is important to my job.
Trust and Collaboration
If a problem arises, I can always count on the organization to reach a fair and satisfactory resolution.
Commitment to Improvement
As an organization, we are fully committed to safety and quality.
If suggestions or concerns are raised in my department, I am confident my [supervisor/chair] will act on them.
Open Ended Questions
What are some barriers to you or your department’s success that you want to see removed?
Please list 2-3 reasons why you would recommend UVA to others.

19. ADDITIONAL ITEMS (for Job Family: Nursing)
There is timely and effective communication between the physicians and other staff members.
My supervisor involves our team in key decisions that affect our jobs and work environment.
My role receives the attention and respect it deserves from others.
I feel free to speak out without fear of retaliation or disciplinary action.